The imperative for developing managers with a global mindset

1. ©Esprit Global Learning 2013
1
HR West Conference
April 23, 2013
by Carolyn Feuille,
President
Esprit Global Learning
Building Better Global Managers:
Crafting a Global Mindset

2. ©Esprit Global Learning 2013
© Esprit Global Learning 2010
Globalization Gap - global in geography  global in
mindset:
 The critical need for effective global managers
 What differentiates a global manager
Key competencies of global leaders
Effective vs. ineffective leadership: the business impact
Best practices in developing global leaders
5 ways to get a higher ROI in global leadership
development
HR influencers: What you can do
Topics
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Organizations: global in geography but not in mindset
A system of identifying global leadership talent and
hiring for it consistently –> lack of talent globalization
Not enough leaders with CQ (Cultural Intelligence)
Lack of Global Leadership Development programs that
address the distinctive competencies required for
leading across borders.
Some reluctance to take international assignment due
to poorly managed repatriation and career management
processes
State of Affairs: What’s Missing
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What Differentiates Global Leadership?
Operate in
Complex
Context
Develop
Global
Mindset
Navigate
Cultural
Realities
Connect/Build
Relationships
Adjust
Leadership
style
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 Geography – different business practices, laws, work
environment, bridging more time zones
 Cultures – decoding culture, learning language(s),
adapting to differences, multiple constituencies of diverse
people, bridging cultural differences for self and others
 Cognitive – perceive and understand a complex array of
information, issues, opportunities and threats
 Decision Making – more complex when dealing with more
stakeholders and regions with different priorities
 Ethical dilemmas – balancing local labor laws/practices
with corporate social responsibility for consistency and
customer sensitivity; intellectual property protection
Managing Increased Complexity
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Global Mindset
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Source: Thunderbird School of Global Management
Source: Thunderbird School of Global Management

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GLOBE Project:
 Uncovered six leadership styles that prevail around the globe
and how societal and organizational cultures influence
acceptable and effective leadership in 62 different societies.
Six Dimensions of leadership in positive rank order:
1. Charismatic/Visionary
2.Team Oriented
3.Participative
4.Humane
5.Self-Protective
6.Autonomous
Leadership Styles: The GLOBE Study
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 Think of global leader who is very effective. How does
he/she demonstrate that – what attitudes and skills
have you observed?
Global Leadership Competencies
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 What competencies does your organization look for
in hiring and promoting managers for global roles,
and especially international assignments?

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Ten Critical Competencies
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1.Complex Thinking
2.Global Mindset
3.Self-Objectivity
4.Learning Agility
5.Social Awareness
6.Relationship Building
7.Communication Skills
8.Team Building Skills
9.Influence Skills
10.Problem Solving and Decision Making

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Polaris®
Global Leadership
Competency Model
Polaris®
Global Leadership
Competency Model
EQ
PERSONAL
• Self-Objectivity
• Learning Agility
• Change Mastery
• Composure
SOCIAL
•Relationship Bldg./
Networking
•Information
Sharing
•Social Awareness
TEAM
LEADERSHIP
• Vision
• Influence
• Team Building
Skills
• Communications
• Languages
CULTURAL
• Cultural Awareness
• Region/Country/Market
Knowledge
• Global Mindset
GLOBAL
BUSINESS
•Business Acumen /
Systems Thinking
•Problem Solving /
Decision Making
•Org and Planning
•Financial Acumen
Leadership
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Foundational global competencies to build:
1.Personal & interpersonal skills:
-Use awareness of own values & biases to understand
interpretation of situations.
-Show interest in people of other cultures and their beliefs, values.
-Build strong relationships and networks across borders to
influence and to achieve organizational goals.
-Possess “threshold traits”: integrity, humility, inquisitiveness and
resilience (from Osland, Taylor & Mendenhall, Global Leadership: Progress and
Challenges, 2008)
What Effective Global Leaders Do
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2. Team building skills
-Adapt communication style and language to be understandable to all.
-Give team members feedback & recognition in culturally sensitive ways.
-Train teams to resolve culturally based differences and disagreements.
-Promote open information sharing.
3.Organizational skills
-Manage administrative challenges of day-to-day business – time zones,
technology differences, need for translators/interpreters.
-Manage multiple competing priorities, both local and corporate.
-Demonstrate knowledge of business practices in the countries in which
manager operates.
-Skilled in analysis and decision-making in complex and ambiguous
environments, and amidst constant change.
Examples of Global Leadership Skills
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Organizations with the highest quality leaders were 13
times more likely to outperform their competition in key
metrics, e.g., finance. (Global Leadership Forecast 2011, DDI)
Organizations with ineffective leadership development,
talent management and culture reported financial
performance in the 24th
percentile of companies in the
DDI 2011Global Leadership Forecast study.
In both 2009 and 2011 forecasts, managers and HR
were dissatisfied with leadership development offerings.
49% of managers rated them “fair-poor”.
Multinational/global leaders’ development needs were
“neglected”.
Business Impact
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1. Start by identifying the requisite skillset for
managers with global responsibilities in your
organization:
• Build leadership pipeline for various stages of
leadership – high-potentials, mid-level, and
senior management.
2. Develop a global competency framework rather
than a standard set of leadership competencies
to which are added a few intercultural skills.
Best Practices in Global
Leadership Development
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3.Tie your GLD programs into talent management
and succession planning systems.
• Start developing global leaders earlier in their
careers and require international experience
before entry into senior management roles.
Best Practices in Global
Leadership Development
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4. Offer a “learning journey” with a variety
of learning modalities, both formal and
informal: expat assignment, extended
training, coaching, mentoring, cultural
assessments, job rotation by function
and overseas location.

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5. SUPPORT YOUR EXPATRIATES !!
• Create a global mobility policy with
various durations of international
assignments.
• Plan careers for repatriating managers
prior to expatriating. Offer choice of
positions upon return that utilize
repatriates’ international experience.
• Offer more resources: e.g., coaching,
during transition phase of relocating
and re-entry.
Best Practices in GLD
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1. Benchmark with Mercer Global Leadership Best Practices
Survey.
2. Build a standardized global performance talent management
system so you can compare managerial talent across all
company locations and identify candidates for specific
assignments and job transfers.
3. Then, hire talent for the right global skills.
4. Measure development of global managers with annual
performance appraisals and a global 360 8-18 months later.
5. Determine costs and benefits of your GLD in areas of
business impact – e.g., sales increase, project completion,
change in absenteeism and attrition, quality gains.
Five Ways to Get High ROI from GLD
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What You Can Do
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1. Determine the most effective and efficient ways to
deliver learning.
• Get global input for design of learning programs.
2. Identify and address disparities in access to learning
across locations.
• Use e-learning to distribute programs equitably.
• Offer virtual programs as a complement to other
modalities, not as the only modality.
• Set up one LMS worldwide to streamline
processes. Find out country privacy
requirements for requesting input of learner
data.

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What You Can Do
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3. Accommodate regional, cultural and other differences
while providing consistent content and messages to
everyone participating in the same learning program.
• Find out what topics, potential speakers and
leadership models/styles are of interest and
appropriate in sites outside corporate headquarters.
• Localize course content to fit language needs and
cultural norms.

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Contact Us
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Carolyn Feuille, President
Esprit Global Learning
http://www.espritgloballearning.com
+1 530-264-7008 office
+1 650-867-4564 mobile
Skype: globalegl
LinkedIn
profile: http://www.linkedin.com/in/carolynfeuille
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*Your global leadership development partner*